Responsible for Danfoss' global Treasury and Insurance activities.Key achievement: Being instrumental in the deployment of Danfoss' M&A growth strategy by providing the debt capital needed to finance the numerous transactions. Transforming Danfoss' Treasury and Insurance functions image amongst peers and banks to being recognized as a leader and a reference company that is on the cutting edge of the key disciplines within Treasury; DCM and Bank Financing, Stakeholder Management, Market Risk Management, Cash Management and Business Partnering. Insurance; Risk Financing, Claims Handling and Risk prevention and mitigation and Business Partnering.The fully debt financed acquisition of Eaton Hydraulic of USDbn 3,3 was the so far biggest financing achievement and the pinnacle of all the efforts put in over the year in terms of building strong core bank and credit rating relationships as well as optimizing the treasury team, process and IT systems

From a banking and funding perspective this was a very challenging and interesting period due to the crisis that hit Danfoss as a result of the international Financial crisis of 2009. I successfully navigated Danfoss trough this period without losing any of the key banking relationships and without accepting tightning of the loan documentation in the form of e.g. financial covenants or the like.In this critical period, we also redesigned the entire Treasury process landscape and implemented new Treasury IT systems, including SAP's in-house cash and payment factory via SWIFT and a new SAP Treasury Management System solution.We also sold the idea internally of getting a Credit Rating and prepared for and obtained a Credit Rating from S&P at the end of this period. This gave Danfoss access to the Debt Capital Markets and lessened the dependency on bank financing thereby de-risking Danfoss' financial profile even further and enabling the financing of larger M&A transactions that were to follow in the years to come.

In this first period as Danfoss Group Treasurer I was responsible for modernizing and upgrading Danfoss' global Treasury operational processes, systems and the organization to operate under a new paradigm with more debt and financial leverage and consequential scrutiny from internal and external stakeholders. As part of this journey, I redesigned and developed the Treasury policy and new procedures in key areas. I also reorganized the company's banking group and renegotiated the core credit facilities into a new joint standard documentation across all core banks, so that it was fit for purpose, more attractive and less risky for Danfoss in terms of its liquidity reserves being under control.

In this position I was supporting Danfoss' business division leaders in growing via M&A . I lead and coordinated numerous M&A deals, with many of them becoming Danfoss companies. Developing and presenting business cases to the Executive Committee, managing the due diligence process, deal / SPA negotiation and deal completion, etc. This job seasoned me as a project manager that can operate under pressure and keep many balls in the air at the same time. It also developped my skills a a tough and good negotiator.

Board Member. Very exiting challenge being part of building a new airline from scratch

EKF is the Export Credit Agency of the Kingdom of Denmark, it is incorporated as an Independent Public Company and lead by a commercial Board of Directors and Executive commitee. The purpose of EKF is to support Danish private and public export companies financially in their internationalization with loans, guaranties and other financial solutions.This position gave me valuable and deep understanding of how a publicly owned enterprise operates and what the differences, pros and cons are between the private and the public sector. It was also my first board position where a was charring the Audit and Risk commetee.

I was an employee-elected member of the Board of Directors of the Publicly listed company The East Asiatic Company Ltd. A/S, Copenhagen (ØK) during a very exiting period in which the company was undergoing substantial change and strategic redirection that involved both a substantial re-organization as well as numerous divestitures and at the same time new business development via both organic means and M&A. This was my first experience as a Board Director and gave me a fantastic learning platform and insight in all areas of strategy and business development.

EAC was a multinational Shipping, Trading, and industrial company founded in 1897 with head office and stock listing in Copenhagen, Denmark. I was the company’s Group Treasurer from 1998 to 2005 responsible for Banking, Funding, Risk management, Cash Management, incl. syndicated loan facility and credit rating, etc.In 1998 EAC moved its Group Head Quarter from Denmark to Singapore and as one of only 10 people from the legacy Copehagen based HQ, I was posted to Singapore as an expatriate to relocate and set-up the Group HQ there from scratch. This involved everything from obtaining the necessary licensees, hiring a new local team, implementing new Treasury management policies, procedures and systems, establishing new bank relationships and credit facilities, launching a syndicated facility lead by Citibank, obtaining a Moodys Credit Rating etc.This assignment was my first senior management assignment, it groomed me as a leader, Treasurer and Corporate Financier. It also gave me valuable exposure to other countries and cultures, especially APAC, China and India. Living abroad has also been an important step in developing my personality and international perspective.

Head of the FX and interest rate risk management desk of EAC's Group Treasury. This was my first people manager / leadership position. In this position I took the first steps from being a specielist to being a leader with a broader responsibility. I had 3-4 direct reports in this position

Specialist position with the responsibility for currency risk management and trading. Gained valuable understanding of corporate treasury and especially market risk management from a corporate perspective.

Sydbank was the 5th largest bank in Denmark at the time. I was an FX portfolio investment manager / dealer managing investment funds on behalf of some of the banks high net-worth customers. The small team I was part of had EUR 100m under management and was as such very successfully managing one of the biggest FX portfolios of its type in DK at the time.This job gave me lots of responsibility and exposure at a young age of 24 and a deep understand of the portfolio investment management business and investor relationship management .

Sales and advisory to institutional customers, private banking and corporate customers on FX products / instruments services such as forwards, options, swaps, money market products, FRA's Futures and other derivatives.This job gave me a deep understanding of how the financial market works and how the combination of psychology, macroeconomics and international politics influences financial markets. It also gave me good exposure for how to deal with customers and how to sell and close a deal.

All-round banking education in all areas of banking both in front of customers and behind the scene in the back-office of the different departments of the bank